The story “Dice: US IT hiring set to rise in 2011,” has been clarified to indicate that results cited were from two separate surveys. It was not clear from information provided by the company that the results were from two surveys. The first, second, fourth, seventh and 11th paragraphs have been clarified to indicate which results were cited. The paragraphs now read, in order:

IDG News Service — The story “Dice: US IT hiring set to rise in 2011,” has been clarified to indicate that results cited were from two separate surveys. It was not clear from information provided by the company that the results were from two surveys. The first, second, fourth, seventh and 11th paragraphs have been clarified to indicate which results were cited. The paragraphs now read, in order:

First:

Six in 10 hiring managers and technology recruiters expect to do more hiring in the first half of 2011 than in the previous six months, according to the latest Dice.com report on IT hiring plans.

Second:

Dice surveys human resource managers and recruiters of technology professionals across the U.S. every six months, and its parent company Dice Holdings also conducts surveys, the most recent of which indicates “slow gradual recovery in the labor market,” said Scot Melland, chairman, president and CEO of Dice Holdings, which operates the Dice.com IT and engineering jobs and recruiting services website. Nearly half of the almost 850 respondents in the most recent Dice.com survey say they expect to increase hiring by at least 10 percent in the first half of 2011, with another third expecting increases of 11 percent to 20 percent, and 15 percent forecasting hiring 21 percent to 30 percent more technology workers.

http://www.provisiontechgroup.com/wp-content/uploads/2019/03/nov2008-PTG-logo-2-300x73.png00adminhttp://www.provisiontechgroup.com/wp-content/uploads/2019/03/nov2008-PTG-logo-2-300x73.pngadmin2010-12-17 14:11:302010-12-17 16:22:41IT Staffing, IT Recruiting - Dice: US IT Hiring Set to Rise in 2011

Implementation of electronic health records and eligibility for stimulus funding are likely to be compromised by IT staffing deficiencies in more than half of healthcare organizations, according to CHIME survey results.

IT staffing shortages will put projects at risk and negatively impact healthcare organizations’ chances of implementing EHRs successfully, according to results of a recent CHIME survey.

CIOs who responded to the survey said IT staffing deficiencies will possibly (51 percent) or definitely (10 percent) affect their chances to implement an EHR and receive stimulus funding. The most glaring need for healthcare organizations is for trained personnel who can implement clinical records software.

Sue Schade, VP and CIO, Brigham and Women’s Hospital, said working with local colleges will pay dividends down the road, but do little to help the staffing pain of today. “It’s a long-term investment — you’re not going to be able to get people through the training programs that are associated with ARRA funding if they are new to the workforce and have them be really effective in a short period of time.”

Mike Ward, SVP and CIO, Covenant Health, said staff augmentation services will likely yield little relief. “One of the first things I’ve done is try to go to the consulting market, but that also has been challenging. The vendors and consultants are going through the same challenges — there’s a lot of activity, high demand, and what I’m finding is it’s very difficult to find qualified resources. You can hire people, but they just don’t have the experience and the background.”

Robust infrastructure is key to 24/7 uptime in the healthcare field

As such, the CHIME survey found more than 70 percent of respondents reported their organizations lack staff to implement clinical applications. Additionally, CIOs expressed growing concern about retaining current staff as pressures mount to quickly implement clinical systems. Some 76 percent of respondents said they were concerned about retaining current IT staff, while 24 percent said they had no such concerns.

George “Buddy” Hickman, EVP and CIO, Albany Medical Center, said retention strategies must be multi-faceted. “We did some things like surveying the workforce in IS to try to appreciate the sorts of things that would keep them satisfied in the roles they are in, and you’ll not be surprised to know that it’s a lot more than just money.”

As the economy slowly shows signs of improvement, an IT Job Rotation Program can help you retain your top performers.

As the economy slowly shows signs of improvement, your IT staff members will inevitably question whether they should explore new opportunities. The management challenge that we face is that IT professionals possess skills that are relatively transferrable from one industry to another, so if you’re in a hard hit industry, you have more risk in retaining your top talent as other industries improve faster. So, how do you retain your IT staff in today’s unpredictable economy?

Build a Job Rotation Program

Job rotation programs are designed to move employees from job to job within a company as a vehicle to attract, retain and motivate staff. Rotation programs give employees an opportunity to explore other careers, prevent job boredom, develop competencies, foster career growth, and improve talent in an organization. A well designed job rotation program can have a very favorable impact on job satisfaction, productivity and retention. Rotations are different from normal job openings because the job opening is created by two employees interested in moving into each other’s jobs.

Where Do You Start?

First, assemble a small, cross-functional team of individual contributors and managers to define the program. The team can help you study the topic, define specific objectives, establish the process, and make sure that whatever you eventually put in place will be an effective program. There is a lot of free information available on the internet and even consultants that specialize in the topic.

Defining Objectives

While the name of the program clearly implies its intention, it does not convey the reasons why such a program is necessary for your company. It is important that you clearly emphasize why the program is needed. Organizations put rotation programs in place to solve different objectives. The team that you assemble to build the program can help you identify and communicate the objectives of the program. Merely saying that the program will be designed to help retain employees is not sufficient because no one will understand how such a program will help retain employees. And retaining employees is a goal or an outcome, not an objective. An example of an objective of a job rotation program may be to broaden an individual’s knowledge of other functions in the IT department, which in turn will help become more valuable to the organization. In this age of doing more with less, this is a worthy objective.

Establishing a Process

After you have sufficiently studied rotation programs and are ready to design your own, carefully consider the type of process that you will need. Some companies have very informal rotation programs. In these companies, the culture itself encourages employees to move from one job to another. There may be enough natural movement that a highly structured program is not necessary – too much structure may even be viewed as an impediment in this type culture. Although, it is arguable that some amount of structure is necessary in any type of culture so that employees understand how to make a move into a different role that is right for them – and for the company.

When designing a job rotation program, consider steps such as the request process, eligibility, matching participants to opportunities, terms of rotation, timing, transition plan, and monitoring the rotation. It is best to have the program clearly documented and made available on the company’s intranet.